Orange PLCs Organizational Culture and Structure

Orange PLCs Organizational Culture and Structure Introduction: The Orange PLC Company Orange PLC Company is one of the most profitable international companies in the global PC business arena. The company has its headquarters in New York. The New York branch has 250 employees in the three departments of production, marketing, human resource management.Advertising We will write a custom report sample on Orange PLC’s Organizational Culture and Structure specifically for you for only $16.05 $11/page Learn More In order to survive and control a sizable share of the global PC industry, Orange PLC Company has endeavored to remain competitive through an organized structure and culture. Thus, this reflective treatise attempts to explicitly review organizational structure, restructure and culture of the Orange PLC Company located in the United States of America. Orange PLC’s Organization Structure Organization structure refers to systems and channels that control the scope of operations in an organizat ion. The organization structure offers an explicit overview of the general operation of a company within efficiency levels (Sylvia Stanley 2008). Work Specialization Knowing how to improve quality is crucial in the growth of a business enterprise. Improved quality has great reward to the Orange PLC Company. Since the production team is permanently employed in the company, they are engaged in the production process to ensure that the company optimizes labor as a factor of production towards efficiency. This is achieved through quality planning of the labor hours of the employees that relate to their specialization, rather than just keeping them on standby (Sylvia Stanley 2008). Besides, the marketing team is constantly trained on the latest marketing models to ensure that they give their best in online and offline marketing of the company’s products. The HRM team has specialized training on efficient performance among the employees to minimize redundancy. Quality planning of work specialization is an important policy that aims to promote long term success in business objectives since it is focused to enhance the effective exploitation of human resources (Sylvia Stanley 2008).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Chain of Command The Orange PLC Company has demonstrated that there exists a complex network behind its formal organizational chart. The teamwork based organization structure actually identifies the hierarchy of the organization structure in order to understand the complex network. In addition, it provides myriad illustrations of the persuasive importance of problem definition within communication contemporary context. Also, the strategies of investigation, ramification, and elements of the problem definition are addressed in its chain of command. The current organization structure of the Orange PLC Company is characterized by a streamlined chain of bureaucracy in the chain of command. The top bracket in the chain of command consists of the five company board of directors who report to the chairman of the company. Under the board of directors are the departmental managers in the three departments of production, marketing, and human resource management. Team supervisors below the departmental managers report directly to managers and are the bridge between employees and the managers. The ordinary employees are grouped into team units consisting of four employees within the same area of specialization. Thus, whenever there is need to communicate an issue to the chairperson, the team cells will pass the information to the supervisors. The hierarchal procedure will be repeated until the chairperson gets the information. For the self-motivated people, this approach allow them to do more spectacular things as a team and not as human machines (Sylvia Stanley 2008). Span of Control Other factors associated with inh ibiting learning in organizations are inappropriate organizational structures, work pressure, entrenched attitudes towards learning, and emphasis on meeting targets (Douglas 2000). Fear and resistance to change in organizations that are characterized by high levels of bureaucracy and inter-functional rivalry are the main reasons that impede learning in such organizations. Fortunately, since every employee in the Orange PLC Company is his or her own boss, the cultural structure of the company has spurred a continuous growth in the competitive market. Related to changes in organizational structure are the variations in job design and new structures which provide the employees with an opportunity within the work activities. Moreover, the Orange PLC organization exhibits flexibility in its organizational structure that enables jobs to be redesigned thus, facilitating work based innovations.Advertising We will write a custom report sample on Orange PLC’s Organizational Cul ture and Structure specifically for you for only $16.05 $11/page Learn More Centralization Orange PLC Company has created a healthy work environment and personal growth perspectives that apply to all situations since all the vital controls organs of the company are centralized. Through centralized and properly designed training procedures, talent promotion, and motivation, productive behavior internalization have presented the best alternative ways of solving problems in role execution. Unless employees take a positive attitude to embrace change and create an environment that motivated the change, quantifiable change may just be a dream (Douglas 2000). Formalization The Orange PLC institution is made up of formal systems of monitoring operations, reviewing performance and rewarding achievements. Employees’ behaviors in the company are influenced by the mutual interests that exist between the company and its workers. This mutual interest offers super ordinate objective which can be achieved only through combined determination of the organization (employer) and individual workers in a formalized production control system. Restructuring at the Orange PLC Company Restructuring in an organization refers to the strategies adopted by an organization to introduce an element of change that is meant to improve on the performance of that organization. Restructuring is necessary whenever redundancy becomes the norm of organization performance (Douglas 2000). The Orange PLC Company has restructured to introduce innovation department in the last two years to properly monitor and manage the logistics and challenges that might exist in the transit channels of product improvement. Specifically, restructuring of the production department was necessary in achieving the company’s goal of being the innovation leader in America. The innovative structure was critical in improving leadership skills, evaluation skills, and promoting creativity within th e production department.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More As a result, job performance has greatly improved since the attractive rewards for innovation has become a motivational engine among the employees. Orange PLC’s Organization Culture Organizational culture is a manner in which people in a company operate both unconsciously and consciously on their daily activities (Flamholtz Randle 2011). Through understanding the organizational culture, the Orange PLC institution can understand the culture that prevails, drives and supports essential programs within its workforce to accomplish the strategic objectives. Physical structure The physical structures of the Orange PLC’s organization culture promotes positive relationships between favorable and effective job performance and work environment as attributes of motivation and congenial conditions. The structure encourages security, comfort and safety, and prevailing physical convenience. Measuring factors such as interpersonal relations, working conditions, support and trust, we lfare provisions, and work environment has greatly contributed to the organizational effectiveness as well as good employees’ behavior at the Orange PLC. Symbols The Orange PLC Company has identified that the key driver of productivity is employees’ morale. It is revealed that engaged and productive workers are more likely to be creative and interested in their work commitments. Satisfied workers are more eager to create positive results in their work. This element has been embedded in the company unity of purpose symbol designed to create the culture of efficiency and support among the employees. Ceremonies, language and rituals With the need to establish a proactive organizational culture, the Orange PLC Company has developed a discursive approach in explaining and exploring shared and coordinated actions on roles and channels through which organizational framework functions in the exchange of information formally. This is of great essence towards understanding its o rganizational communication. Employees are also allowed to contribute their viewpoints regarding the daily management and operation of the organization. In order for the productivity quotient to become an effective tool, it is appropriate to ensure that workers and the management team both understand the collective perspective of the institution (Douglas 2000). The managers play a significant role in setting up the learning environment for their employees. This culture has created an ideal climate for innovation and communication among the employees. The proactive communication and team work culture at the Orange PLC Company spells the rules of engagement, expected behavior, and repercussions for misconduct. These rules appreciate diversity and uphold integrity in judgment. In the process, issues of prejudice are minimized as diversity develops into a positive aspect of the organization (Flamholtz Randle 2011). Consequently, when people are absorbed and made to feel part of these g oals, they would strive to give their best towards the organization and uphold the existing culture with minimal struggle. References Douglas, R. (2000). Does corporate culture contribute to performance? American international college journal of business, 4(1), 45-47. Flamholtz, E., Randle, Y. (2011). Corporate culture: the ultimate strategic asset. Stanford, UK: Stanford business Books. Sylvia, F., Stanley, K. (2008). Creating competitive advantage through intangible assets: The direct and indirect effects of corporate culture and reputation. Advances in competitiveness research, 16(2), 34-38.